Periodic Reporting for period 1 - BeingL_S (Being Lean and Seen: Meeting the challenges of delivering projects successfully in the 21st century)
Reporting period: 2017-01-01 to 2018-12-31
1 Project development and management
2 Trends and Challenges for Project Management in the 21st Century
3 Lean Project Management
4 Psycho-Social Aspects in Project Management
5 Management of Innovation and Change Projects
6 Adapting Systems to Developing Countries
7 Holistic Framework for Project Management in the 21st Century
In meeting this overall objective the project is currently on track to:
• Clearly articulate the challenges to the successful delivery of projects in forms that are both understandable to, and actionable by, the wider PM community;
• Investigate the role of relevant management practices (i.e. lean, agile, maturity modelling, psycho-social interventions, innovation and collaborative methods) in tackling the challenges to the successful delivery of projects;
• Analyse distinctions in PM system design and delivery within the context of developed and developing countries;
• Provide evidence-based guidelines, recommendations and specifications for the mix of management practices required for effective and efficient PM;
• Promote a multi-disciplinary perspective, encompassing lean management, psycho-social aspects, innovation and change management in the design and implementation of PM systems and in the development of PM Bodies of Knowledge.
Continued implementation of the WP’s through staff visits enables research and knowledge sharing in relation to the topics of innovation and change, as a fundamental piece of the jigsaw in developing a PM framework to be Lean and Seen. Bringing together an international and multidisciplinary team of researchers with a wide variety of skills in research and practice relating to being Lean and being Seen in projects is already helping to identify and tackle the major challenges faced in delivering projects successfully in the 21st century, both today and in the future. Such challenges require specialist knowledge, innovative, cost-effective and sustainable solutions and will benefit from the continued collaborative and multi-disciplinary approach. The proposed research is beginning to uncover fundamentals of PM and anticipates their application in different country contexts i.e. developed and developing countries and in different industry contexts, such as infrastructure, construction, engineering and IT.
Data collection achieved to M24:
WP2 – Trends & Challenges - Data collection completion of interviews with 52 individual experienced PM’s between April 2017 and May 2018 (M4-M17). Analysis of the initial survey data is available on the RISE Being Lean & Seen website. An Executive Summary following analysis of 52 interviews provides some headline messages that has been presented at conferences in UK, Germany and Malaysia. A second survey was launched July 2018 based on responses from the initial survey and interviews and has yielded 252 responses (target 300). Together with a literature review on Trends and Challenges completed Summer 2018 (M18), all data from time point 1 has been analysed and is informing the strategy and mechanisms of data collection for time point (T2), which is due to start in early 2019.
WP3 – Lean Project Management – Data collection completion of 41 interviews and a focus group including data from the UK and Germany. Data collection and analysis is ongoing.
WP4 – Psycho-social aspects – Data collection began in June (M18), and 31 interviews across a variety of organisations have been completed. Analysis is underway and the next stage will be to take the methodology further, moving to purposive sampling and using a case study approach to investigate and observe the possible application of soft skills, in order to improve PM practice.
WP5 – Innovation & Change – 15 interviews, 4 workshops and 2 case studies have been completed. The secondments and associated workshops have enabled partners to discuss and understand how ambidexterity operates within both a strategic and operational level, to support both management and functional PM practice for the purposes of innovation and change. Ongoing data and analysis is underway.
a) The challenges of project management in the 21st century will be identified. This will enable private and public clients to design the project set up in order to meet these challenges.
b) A holistic framework to manage projects will be developed. This will equip the PM professionals with a skillset which enables them to deliver projects efficiently and effectively.
c) This holistic framework will give academics access to up-to-date research results and will enable them to build on these in order to achieve a further enhancement of the PM research.